Without even checking her CV, one gets the impression that Carly Jenner is always ready to push organisations further through maximising the way their people communicate, interact and operate: “One of my core passions is elevating communication by encouraging clarity, candour, and the courage to have hard conversations that ultimately strengthen leadership and accelerate progress,” she says.
With such a high level of contribution across the HR agenda and throughout the wider businesses where she’s worked, it may come as a surprise to learn that Jenner could have stayed in her initial lane, concentrating only on employment law and immigration. Having successfully completed her education to become a lawyer sudden ill health led to three week’s off during which time she realised the legal profession was not for her. A brief stint in recruitment followed – in which the sales angle didn’t suit her – before an HR opportunity arose which seemed perfect.
It came in the form of a lead generation business who were looking for someone who could fulfil their recruitment needs while also overseeing the employment law side of the business – two areas where Jenner knew she could deliver: “My first HR job was as leader of HR,” she says. “I didn’t start as a specialist in a particular role, I needed to be a generalist from day one.” While this may have been something of a baptism of fire Jenner notes that her career has since progressed, moving her away from official structures and systems for HR, focusing instead on the more psychological aspects of people management – how to get the best from the talent with whom she works.
“I’ve always been fascinated by the intersection of human behaviour, business strategy, and organisational design,” she explains. “HR is one of the few functions that influences all three.”
If you do it right you can have an impact on how people feel about work and that affects how they work for the business.”
Indeed, structures have been something of a target for Jenner as she’s realised how much potential organisations can waste through traditional ways of handling people. Business structures, systems, communication and even encouraged forms of leadership can all get in the way of realising a workforce’s full potential.
